Registration is now open for the VIRTUAL 2020 NCACCT Leadership Seminar.  The seminar will be held online on Friday, August 28, from 9:00 a.m. to 12:30 p.m.

Click here for more information.

From Challenges to Opportunities: Higher Education in the COVID19 Era

By Suzanne McDade, Senior Associate & Project Manager at Moseley Architects

As we enter the summer of 2020, it is hard to believe that so much of what has become the norm was basically unimaginable just months ago. In a matter of days our nation worked tirelessly to pivot, changing our workplace and education culture to accommodate a safer at-home strategy, making public health the highest priority. Cultural shifts like social distancing, working from home, and online learning have all become part of our daily lives. Realistically, they may be a new normal.

Perceived originally as challenges, we are embracing opportunities for what our future can look like beyond the current pandemic.  At least that is what we are encountering at Moseley Architects. As a design firm who specialize in education, clients often engage us to help think through the paradigm shifts in teaching pedagogy or new operations and how those changes will affect physical space. This rapid pivot has opened many opportunities for us to study the effect on the built environment. Our findings have been a series of trends focused on our ability to become nimble and reactive. However, we find that these efforts hold intrinsic value for the future of how we plan for and use campus building portfolios.

Workplace Culture

It’s estimated that only 4 percent of Americans were working from home prior to the pandemic. At its peak, this number grew to an estimated 38 percent. Employers took a crash course on implementing an agile workplace culture and many are finding there are advantages to supporting these operations. In higher education, there are many staff-supporting functions that work well off campus. Others lend themselves better to a hybrid model. Both strategies reduce on-campus density so that a single workstation is not required for every employee. This could lead to a net gain in real estate and allow other student-centric functions to use those spaces. It can also provide an availability for growth without additional building costs. We are engaged in a campus-wide study for Clemson University to help them evaluate their workplace culture, how they might shift to a more agile work model, and what kind of net space gains that can yield.

Workforce Development

Education focused on workforce development requires a particular amount of hands-on learning that can prove challenging in a physically distant culture. However, recent improvements to simulation-based learning makes it possible for students to participate in immersive learning from a distance. From welding to nursing, advancements in technology allow students to learn the fundamentals online. It seems this shift may allow for students to do much of their curriculum from a distance, with a concentrated portion of the semester allocated to hands-on practical learning.  There is a value here in how often it would require students to travel to campus, yielding more flexibility for students who need to juggle obligations outside of school. We must balance this with an extra emphasis on the social benefits of learning. When students are on campus, educators must maximize that time to create a sense of community and belonging on campus to foster a collegiate experience.

Collaborative Learning

Recent design trends have contributed to an emphasis on collaborative learning, and even with the current value on maintaining a safe, physical distance, we do not see that going away.  In fact, we see those taking an even greater priority over traditional learning spaces. Lecture-based curriculums made an easier transition to an online platform and may for many reasons want to stay there rather than head back to the lecture hall.  The ability to record lectures for students’ on-demand use, including full functionality of replay, has proven to hold value for all types of learners. If this trend holds, this could drastically change the program needs for new buildings and find real estate within existing buildings for space reallocation.

Holistic Approach to Generational Learning

We could not have been better prepared to navigate the swift change brought on by the pandemic.  The past several decades has brought about a technology explosion that bolstered our ability to be social and present, even while maintaining a physical distance.  Some generations have navigated this shift easier than others. With the student populations for community and technical college comprising multiple generations who have distinct learning styles, we need to cultivate a holistic approach.  This may include the emergence of additional student services aimed to help students navigate the technology needed to succeed, or even an opportunity to register for classes that offer either a traditional learning setting or an online platform.

Exterior Space

It’s no surprise that people are flocking outdoors after the government urged much of the nation to stay home for a suitable part of the spring. With current research supporting the idea that transmitting the virus outdoors is less likely than indoors, we see outdoor spaces becoming an asset. We’ve seen a trend towards capturing outdoor flexible spaces to serve as ‘pop up’ shops for student facing services.  Everything from permanent functions like veterans’ affairs and advising to more rolling or temporary needs like freshman orientation. Dining and academic spaces can move to outdoor spaces with or without temporary facilities such as tents.

A Future of Opportunities

While the events that thrust us into this era are not anything we would have hoped for, the fact remains we are in a new era.  Initially, we saw only the challenges of how to overcome the status quo of our new world. Now we see that there are opportunities to be gained from our new normal to propel us forward.

Special Thanks to…

Steve Hunt, Robeson Community College, VP of Workforce Development

Derek Hunter, Wayne Community College AVP of Administrative Services

Dr. Larry Keen, Fayetteville Technical CC President

About Moseley Architects

Moseley Architects is among the southeast’s most trusted public sector architects, offering exceptional design to higher education clients.  They work to routinely deliver functional, efficient, and appealing solutions within rigorous budgets and schedules. Additionally, they offer experience and service gained through their work on over 100 collegiate projects. This includes extensive campus planning, programming, and design experience in a broad portfolio of collegiate projects, including academic, research, recreation, athletic, arts and student life.   For more information visit:  www.moseleyarchitects.com

Spotlight on Community College Leaders: Caldwell Community College & Technical Institute Trustee Jerry Church

By Ashley Blizzard, NCACCP/NCACCT Communication Coordinator & Events Manager

Having been a trustee for 24 years, Jerry Church believes the most important trustee attribute is having a servant’s heart. He said trustees need to remember they are there for the students. No matter what the situation is, people need to be treated with respect. “You owe it to hear everyone’s point of view. It’s okay to agree to disagree,” he says.

When he became a trustee in 1996 at Caldwell Community College, Church did not realize just how important the institution of the community college was. Of course, he was aware of the different programs they offered, but he did not realize what an economic catalyst the community colleges were. He had not given much consideration to the fact that community colleges help train employees of companies who move into the community or that they provide new training to those who want different careers. He was not aware of all the customized training community colleges provide to suit a company’s needs.

Church’s beginnings as a trustee were encouraged by his dad, who was a Caldwell County commissioner. His father wanted him to give back to the community, so Church told his father he would be willing to serve on the Caldwell Community College board if a position became available. To Church’s surprise, his father called him the next day and told him he was going to be a trustee. At the onset of his term, Church’s intentions were to serve his four years as trustee and then “ride off into the sunset.”  However, 24 years later, he was just reappointed by the county commissioners to serve a seventh four-year term. “I’ve enjoyed [serving as a trustee] immensely. Of all the committees that I’ve served on and boards and different things, this is the one I’ve enjoyed the most.”

Church has a longstanding connection to the community colleges and has many reasons why the community colleges are so important to him. Perhaps one of the most important reasons is that he met his wife, Amy (of 38 ½ years), at Caldwell Community College. He said community colleges are important to his whole family. Other than the fact that he, his wife, mother, sister and son have all attended and/or received degrees from the community college, he said, “The community college is one of the cornerstones of the community. It’s important for what it does to improve the quality of life for our citizens. The community college system, as a whole, is one of our hidden gems and sometimes, it’s our best kept secret.” He went on to say, “There’s a thin line between bragging and stating facts.” He says sometimes the community colleges do not profess how important they are and do not “toot [their] own horns enough.”

Improving quality of life is just what Caldwell Community College did for Church. After graduating high school at the age of 17, Church said his parents were adamant that he would attend college. However, as he puts it, as a “hard-headed 17-year-old,” he was going to do exactly the opposite of what his parents wanted him to do. So, he took a job as an upholsterer in an upholstery factory. Looking back, Church has proclaimed himself “the worst upholsterer in the history of upholstering.” The day he stapled his thumb to a chair frame was a turning point for Church! He realized then that perhaps his parents may have been onto something regarding college, so he went to the community college and applied. He got in and has been connected to the community college ever since.

Church would advise new trustees to trust their leadership team. He said if trustees do not trust their leadership teams, they need to replace them. Trustees are in an oversight position and are not there to run the day-to-day operations of the college. As he states, “We are supposed to be flying the plane at 40,000 feet. We’re not supposed to be on the ground with them.” He said trustees must know what their roles are. Trustees at his college are willing to remind another trustee if they are doing the job of the staff instead of the job of the trustees.

The two issues that really stand out for Church that community colleges are facing right now are inadequate pay for instructors and staff and enrollment growth funding. Church says there is no reason we should lose instructors that go to the public school system because they can earn more money there than at a community college. As to enrollment growth funding, he says he thinks community colleges are likely to see an influx of students this fall due largely to Covid-19. Businesses will have layoffs; small businesses may have to close, and people are going to need to retrain in something else. Additionally, he thinks families are not going to feel good about sending kids to live in dorms. “We are going to need enrollment growth funding to help answer that call,” he says. Referring to Covid-19, Church says, “If anybody is prepared to adapt to a changing environment, it’s the community college system.”

At Caldwell Community College, Church is proud that Caldwell is always evolving to meet the needs of the community—from recruitment to training to retraining. He is proud of the partnership the school has with Appalachian State University (ASU) and the public schools. Caldwell has two high schools on the college campus—one of a technical nature and one is an early college. He said that some of their students finish high school and get two, two-year degrees. Some students will do that in four years and then go to the ASU Center on the campus and become a teacher, which saves them a lot of money and time. Church is also proud of the school’s Cobra Care Clinic (named after the school’s mascot.) In partnership with the West Caldwell Health Council, the onsite healthcare clinic is a model clinic where students receive free healthcare. Church is also very proud that the school has started two new athletic programs for men’s baseball and women’s softball, in addition to having men’s and women’s basketball. These athletic programs have not only helped increase their school’s enrollment by about 150 students, but it has given students more of a college life outside the classroom.

Church noted that Caldwell is fortunate to have two campuses—one at Caldwell and one at Watauga. He said the Watauga campus needs to be fully developed, and they are making progress on that front. They have just opened a new building there to get student services in one location. Additionally, he said he would like to see the school do more with distance learning, and Covid-19 has certainly forced them to do more in that area. So far, the results have shown that the school has done a good job of that.

Delving into his personal life a bit, Church’s interesting “start” at the upholstery factory eventually came full circle. In his words, “I failed as an upholsterer, but succeeded as a pencil pusher.” He received a second chance of sorts at Broyhill Furniture Industries as a staff accountant and worked his way up to becoming the executive vice president of operations for the company. He worked for the company from 1980 until he retired in 2008.

However, after a few months of retirement, Church started his second career as town manager of Granite Falls, North Carolina, in 2009. He remains the town manager there and is really thankful for the town (population 4,652), which he equates to Mayberry. He classifies Granite Falls, his family, the community college and Appalachian State University in the “what-he-is-most-proud-of” category. Church and his wife have a son (Isaac) and daughter-in-law (Faith) who live in Boone. Between the four of them, they have seven ASU degrees.

The best advice Church has ever received came from his dad during his career at Broyhill. Church was telling his dad about a problem he was having at work. His father confided that the problem was the same problem many people had: he said his son had 12 pies and only 10 fingers, and yet he was trying to keep a finger in each pie. His dad told him to find out which pie was the most important one—not necessarily his favorite one—and to “eat the daylights out of it.”

Church says most people who really know him would likely call him a workaholic. He admits he is involved in a lot; he is on several boards and involved in many community and church activities. After he retired from Broyhill and went to work for Granite Falls, people told him that he would never retire. However, he said to give him a few years, and he’s going to prove them wrong. “I don’t think I’ll go on the inactive list and will continue to volunteer, but as far as a paying job goes, I think I’ll be able to retire this time successfully.”

As a hobby, Church enjoys playing golf. However, he says he spends more time watching ASU sports than playing golf. When it comes to truly relaxing though, he likes to sit on his screened-in porch at home with his wife and watch the fireflies.

His best vacation ever was spent with his wife and son when the three of them spent about 10 days in the Pacific Northwest. The scenery and food were “amazing.” (He also noted that there is nothing like coming face-to-face with an elk, especially after having had an elk burger for lunch that day!)

Church’s bucket list includes a bit more traveling. He would like to go on an Alaskan cruise (and perhaps reschedule the Canadian Rockies trip he had to cancel for this summer due to Covid-19.)  He would like to play golf with a group of his friends in Scotland. And once he does make that decision to retire, he would like for he and his wife to go on a barbecue restaurant road trip. (He fell in love with beef brisket in Austin, Texas.) Although he says his wife cannot eat it daily like he can, he says she will “tolerate it” for his retirement trip!

Aviso Retention now partners with 33 of the 58 institutions in the North Carolina Community College System (NCCCS) to identify at-risk students and to provide technology-enabled holistic student support through predictive analytics, early alerting, messaging, and reporting features – built upon best practices – to increase student retention and degree completion.

Our focus has always been on two-year community and technical colleges who are often underserved. Aviso understands how two-year schools operate and the specific obstacles they face. We specialize in helping institutions align their people and processes with our technology to create opportunities for growth.

“Two out of every three students will rely on a two-year institution, whether that be through dual-enrollment in high school, earning a certificate or degree, or transferring to a four-year university,” says Alexander Leader, CEO of Aviso Retention. “Our goal is to provide these institutions best practices and technical solutions that are tailored to their unique needs and diverse student populations.”

Community college presidents are tasked to “recruit, retain, and complete” in a world that requires more and higher credentials for the jobs being created. Aviso can help institutions successfully fulfill those mandates and meet the goal of MyFutureNC of one million North Carolinians having these credentials by 2030.

In North Carolina, Aviso has partnered both with the NCCC System Office and with individual schools to produce results. We are wrapping up a five-year, federal grant-funded project with 10 NCCCS institutions that examined the impact of data-informed Success Coaching to proactively address the academic and personal needs of students. Preliminary results suggest that success coaching improves long-term retention rates by six percentage points for high engagement institutions.

In 2019, we started working with an additional nine institutions in the system through the Minority Male Student Initiative grant, which aims to combine success coaching and early alert capabilities to increase retention and graduation rates for this vulnerable population.

Using a combination of artificial intelligence and human intelligence, Aviso can predict where an institution needs to spend their time, increasing retention and student engagement. Here are a few highlights of the progress our NCCCS partners have made using Aviso software:

*17 percent increase in student retention in three years at Central Carolina Community College,

*7 percent increase in course completion rates from Spring 2018 to Spring 2019 for high school students at Haywood Community College,

*5 percent increase in retention in one year at Cleveland Community College,

*5 percent increase in fall retention for full-time students at Pamlico Community College,

*14 percent increase in spring retention for new part-time students at Caldwell Community College.

The use of Aviso in North Carolina’s community colleges can create millions in savings to the colleges and increase the retention and completion rate significantly. More important than the savings, however, is the fact that students will be better and more quickly prepared to transition to the workforce and will have a greater foundation for success and quality of life.

Given recent economic turbulence due to the novel coronavirus, it is expected that fall enrollment numbers will increase significantly, and NCCCS institutions will soon have more students to recruit, support, and retain. Aviso has been supporting its partner institutions this spring by providing additional COVID-19 resources and making changes to the technology to allow our partners to better support students as they work from home. We have seen an increase in unique logins across all campuses as more people need access to student information while supporting students remotely.

We are continually working to improve our product based on both our customers’ suggestions and higher education trends. This spring, Aviso Retention will release its mobile app, Aviso Student, so all students can suddenly have their institutional support system in their pockets. In the app, students can easily message their success team (advisor and success coach), schedule appointments, complete assigned tasks, and engage with shared resources.

In addition, Aviso’s new reporting module will allow institutions to create customized reports that can be published as dashboards to ensure students are receiving the service they expect in a work-from-home environment. These dashboards can be built for specific teams so that everyone is on the same page. We cannot wait to see how our NC partners utilize these new features as they move forward.

About Aviso Retention

Aviso Retention is the leading student success solution for two-year community and technical colleges. Aviso is easy to integrate, intuitive to learn, and scalable for any size institution or budget. Please visit www.avisoretention.com for more information.

Registration is now open for the rescheduled 2020 NCACCT Law/Legislative Seminar.  The seminar will be held Monday, June 15 through Wednesday, June 17 at the downtown Raleigh City Center Marriott.

Click here for more information or to register.

The seminar will also be an opportunity for trustees, presidents, state board members and others to network, build relationships and gain information from each other.  State-mandated training will be available for new and reappointed trustees, plus there will be sessions that will benefit all trustees with varying lengths of service.  Ethics training will be led by the Ethics Commission; and there will be a session for community college attorneys highlighting timely legal issues (a session that all trustees can attend).